Managers' role in supporting resilience in healthcare: a proposed model of how managers contribute to a healthcare system's overall resilience

Ree, Eline; Ellis, Louise A.; Wiig, Siri

doi:10.1108/ijhg-11-2020-0129

Cited by 26 publications

(38 citation statements)

References 39 publications

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“…Based on our findings, there is also a need for leaders to receive support for managerial tasks to free up their capacity to perform relational leadership, emphasising joint decision-making processes, values, norms, relationships, and communication practices within teams. This appears essential for nurturing organisational resilience [ 43 ] and is still an under researched area within the resilience in healthcare field. Future studies may also include questionaries to detect possible correlations between team leaders’ behaviours and how they are perceived amongst their employees, and safety improvement work [ 37 , 44 ].…”

Section: Discussionmentioning

confidence: 99%

Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study

Fagerdal

Lyng

Guise

et al. 2022

BMC Health Serv Res

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Background Resilient healthcare research studies how healthcare systems and stakeholders adapt and cope with challenges and changes to enable high quality care. Team leaders are seen as central in coordinating clinical care, but research detailing their contributions in supporting adaptive capacity has been limited. This study aims to explore and describe how leaders enable adaptive capacity in hospital teams. Methods This article reports from a multiple embedded case study in two Norwegian hospitals. A case was defined as one hospital containing four different types of teams in a hospital setting. Data collection used triangulation of observation and interviews with leaders, followed by a qualitative content analysis. Results Leaders contribute in several ways to enhance their teams’ adaptive capacity. This study identified four key enablers; (1) building sufficient competence in the teams; (2) balancing workload, risk, and staff needs; (3) relational leadership; and (4) emphasising situational understanding and awareness through timely and relevant information. Conclusion Team leaders are key actors in everyday healthcare systems and facilitate organisational resilience by supporting adaptive capacity in hospital teams. We have developed a new framework of key leadership enablers that need to be integrated into leadership activities and approaches along with a strong relational and contextual understanding.

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Section: Discussionmentioning

confidence: 99%

Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study

Fagerdal

Lyng

Guise

et al. 2022

BMC Health Serv Res

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“…The resilience perspective is highlighted as valuable for understanding how organizations adapt to challenges, changes and risk, and how organizations succeed in performing their tasks even if exposed to pressure and strain, such as a pandemic . Based on Hollnagel's (2018) description of resilience potentials and Berg and Aase's (2019) suggestions of cognitive and behavioral strategies that characterize resilience in health-care organizations, Ree et al (2021) have proposed a model of managers' role in supporting resilience. They argue that: LHS Managers' role in supporting resilience consists of the strategies managers use to engage people in collaborative and coordinated processes that adapt, enhance or reorganize system functioning, promoting possibilities for learning, growth, development and recovery of the healthcare system to maintain high quality care (Ree et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Managers’ strategies in handling the COVID-19 pandemic in Norwegian nursing homes and homecare services

Ree

Wiig

Seljemo

et al. 2022

LHS

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Purpose This study aims to explore nursing home and home care managers’ strategies in handling the COVID-19 pandemic. Design/methodology/approach This study has a qualitative design with semistructured individual interviews conducted digitally by videophone (Zoom). Eight managers from nursing homes and five managers from home care services located in a large urban municipality in eastern Norway participated. Systematic text condensation methodology was used for the analysis. Findings The managers used several strategies to handle challenges related to the COVID-19 pandemic, including being proactive and thinking ahead in terms of possible scenarios that might occur, continuously training of staff in new procedures and routines and systematic information sharing at all levels, as well as providing different ways of disseminating information for staff, service users and next-of-kins. To handle staffing challenges, managers used strategies such as hiring short-term staff that were temporary laid off from other industries and bringing in students. Originality/value The COVID-19 pandemic heavily affected health-care systems worldwide, which has led to many health-care studies. The situation in nursing homes and home care services, which were strongly impacted by the pandemic and in charge of a vulnerable group of people, has not yet received enough attention in research. This study, therefore, seeks to contribute to this research gap by investigating how managers in nursing homes and home care services used different strategies to handle the COVID-19 pandemic.

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“…6 7 While there are many management approaches, strategies and interventions that have been applied and studied in healthcare, the impact of them on promoting resilience in healthcare has not been explored, particularly at the organisational level. 8 In recent work, Mintzberg states that management and healthcare often have been studied separately in previous research. 9 As such, there is an ongoing demand for a more detailed understanding of management roles and involvement to improve safety and to achieve quality healthcare services.…”

Section: Strengths and Limitations Of This Studymentioning

confidence: 99%

“…Accordingly, new studies of management are needed to understand the impact of managers in terms of resilience. 8 However, some studies have identified a connection between management and resilience in healthcare and have suggested there is value in conducting studies to better understand the relationship. 6 11 12 Specifically, 'the higher the skills of leadership, the higher the ability to be resilient and to overcome challenges'.…”

Section: Strengths and Limitations Of This Studymentioning

confidence: 99%

“…15 As such, new systematic literature reviews are needed to provide understanding of the relationship between management and resilience in healthcare. 8 This systematic review contributes to this by investigating the following objectives: 1. Identify and synthesise studies pertaining to management and resilience in healthcare.…”

Section: Strengths and Limitations Of This Studymentioning

confidence: 99%

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Relationship between management and resilience in healthcare: a study protocol for a systematic review

et al. 2021

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IntroductionManagement has been identified as a critical component of organisational resilience when responding to adverse events and crises, as managers must ensure an effective operational response and provide direction and guidance to teams. While there are many management approaches, strategies and interventions that have been applied and studied in healthcare, the impact of them in relation to resilience in healthcare has not been explored, particularly at the organisational level. Understanding the impact of management approaches, strategies and interventions on resilience has the potential to inform healthcare organisations on how to better use management to prepare and respond to organisational adverse events. The objective of this mixed-methods systematic review is to understand the relationship between management and organisational resilience in healthcare, including management approaches and strategies that promote resilience in healthcare.Methods and analysisA search through MEDLINE, Cumulative Index to Nursing and Allied Health Literature, PubMed and EMBASE will be conducted between 1 August 2021 and 31 December 21. This review will consider empirical quantitative, qualitative and mixed-methods studies published in English from 2010 to the present that meet the inclusion and exclusion criteria. Selected studies will be assessed in detail and extracted data will be reviewed by two independent reviewers. Results of the search will be reported in full in the final systematic review and presented in a Preferred Reporting Items for Systematic Reviews and Meta-Analysis flow diagram. This review will follow a convergent integrated approach to data synthesis and integration.Ethics and disseminationThis systematic literature review includes no collection of primary data; hence ethical approval will not be sought. The outcomes from this review will be disseminated in a peer-reviewed journal, as conference presentation, and as condensed summary for managers in healthcare and policy-makers.PROSPERO registration numberCRD42020223362.

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Managers' role in supporting resilience in healthcare: a proposed model of how managers contribute to a healthcare system's overall resilience

Cited by 26 publications

References 39 publications

Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study

Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case study

Managers’ strategies in handling the COVID-19 pandemic in Norwegian nursing homes and homecare services

Relationship between management and resilience in healthcare: a study protocol for a systematic review

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